Browsing by Author "Dr. Helmut H. Hergeth, Committee Chair"

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    Product and Market Analysis for Bed-sheets in United States
    (2006-02-27) Arbi, Muhammad Shahzad; Dr. Kristin A. Thoney, Committee Member; Dr. Helmut H. Hergeth, Committee Chair; Prof. Nancy Powell, Committee Co-Chair
    Bedding has become one of the largest textile markets in the U.S. In the year 2004, the bedding market totaled $8.3 billion, which was a 12% increase over 2003. Currently, bedsheets and pillowcases account for 33% of this market, i.e. $2.73 billion as compared to $2.28 billion five years ago in 1999 (SanFilippo, 2005). The market is growing and the customers are becoming increasingly quality savvy. According to the latest consumer reports from Cotton Incorporated, customers now prefer quality over brand name and looks — as opposed to consumer behaviors twenty years ago. Manufacturers are proactive and push new and improved, higher value products into the market in order to compete with low cost products manufactured overseas. Thus, new product development and improvement of existing products by adding more value is crucial for the survival of U.S. bedsheet manufacturers. This research provides an in-depth industry and market analysis for bedsheets in the United States. To effectively understand how the bedding industry is affected by different factors, one must first understand the environment in which the manufacturer, retailer, and consumer interact. Current industry dynamics are identified to provide a context to the changing industry and changing markets. The literature review consists of an internal and external environmental analysis of different aspects of the bedding and the sheeting industry. The research includes data collected through a qualitative approach and analyzes six different aspects of the industry: supply chain/logistics, manufacturing, retail, consumer behavior, marketing/merchandising and brands. In conclusion, the research provides a S.W.O.T. (Strengths, Weaknesses, Opportunities, and Threats) analysis (Bradford, Duncan, & Tarcy) for each of the above mentioned aspects of the bedsheet industry and a general industry analysis using Porter's five forces (Porter, 1980). This analysis will help manufacturers as well as retailers to focus on strengths, minimize weaknesses, deal with threats and take the greatest possible advantage of the opportunities available.
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    Productivity in Textiles: How to Correctly Measure the Impact of Mergers and Outsourcing.
    (2008-05-10) Marshall, Mercedes; Dr. Helmut H. Hergeth, Committee Chair; Dr. Moon W. Suh , Committee Member; Dr. W. Gilbert O?Neal, Committee Member
    The purpose of the research has been to investigate how merger and outsourcing activities impact the way productivity is measured on five categories of company resources: human, physical, knowledge, capital, and infrastructure resources. This research involves: an assessment of productivity measures with the goal of determining which resource category are key areas to monitor after merger activity, an evaluation of profitable textile mergers with the goal of delineating the execution of the merger strategies, an analysis of the effect of increased outsourcing on productivity growth with respect to the textile industry, and an evaluation of the adequacy of productivity measures in representing the economic competitiveness of the US Textile Industry. For the sample of textile companies, merger activity impacts the productivity of capital and knowledge resources the most. The most common strategies employed during successful textile mergers targeted the improvement of: corporate structure, product differentiation and speed to market. The influence of outsourcing on productivity growth in the textile industry was found to be negligible when comparing productivity measures that include and exclude outsourcing. In order to get a better understanding of competitiveness, companies are not looking solely at productivity, but are pairing productivity with other measures mainly profitability measures. Of all the resource categories, the productivity of knowledge resources is the leading contributor to competitiveness. However, one difficulty is that knowledge resources are also the category for which there were not concrete measures productivity that denote how well this resource was being used.